Review: Conscious Evolution: Awakening Our Social Potential

Consciousness & Social IQ
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5.0 out of 5 stars A Theological Masterpiece–A Practical Manifesto
September 20, 2009
Barbara Marx Hubbard

Although the author has written a more recent book, Emergence: The Shift from Ego to Essence, the later book is focused on helping the individual, while the book being reviewed focuses on the larger matter of social engineering.

I was growing up in Asia at the time that this extraordinary person was getting herself nominated, along with Geraldine Ferraro in 198, as a Democratic candidate for Vice President, and this book serves as both a practical statement of needs and next steps to achieve conscious evolution as a species in the aggregate (see also the book edited by Mark Tovey with 55 contributors, Collective Intelligence: Creating a Prosperous World at Peaceand as a very self-effacing overview of the extraordinary life and social network of the author. I am tempted to speculate that hers was the first social network of consequence in modern times.

The core strategic idea in this book is that we are now capable of coming together across all boundaries at all locations to discourse on Conscious Evolution.

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Journal: God is Us, We are God

Consciousness & Social IQ, Religion & Politics of Religion
Full Story Online
Full Story Online

Hats off to the Wall Street Journal for commissioning a pair of essays, short extracts of which are offered below.

Karen Armstrong says we need God to grasp the wonder of our existence

Most cultures believed that there were two recognized ways of arriving at truth. The Greeks called them mythos and logos. Both were essential and neither was superior to the other; they were not in conflict but complementary, each with its own sphere of competence. Logos (“reason”) was the pragmatic mode of thought that enabled us to function effectively in the world and had, therefore, to correspond accurately to external reality. But it could not assuage human grief or find ultimate meaning in life's struggle. For that people turned to mythos, stories that made no pretensions to historical accuracy but should rather be seen as an early form of psychology; if translated into ritual or ethical action, a good myth showed you how to cope with mortality, discover an inner source of strength, and endure pain and sorrow with serenity.

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Review: Toxic Workplace!–Managing Toxic Personalities and Their Systems of Power

5 Star, Best Practices in Management, Communications, Consciousness & Social IQ, Leadership

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Timely, Pointed, A Good Starting Point,

July 21, 2009
Mitchell Kusy
I read this book in the process of obtaining two other books that are being used in a mid-career leadership course, Crucial Conversations: Tools for Talking When Stakes are High and The Five Dysfunctions of a Team: A Leadership Fable (J-B Lencioni Series).

Although a bit over-hyped and not the complete picture, I consider this a valuable book that is the equivalent of a Social IQ primer for an organization instead of an individual.

I was raised in the command & control environment and would be classed an over-achiever, with documented performance equal to the next four of my peers combined. Never-the-less, I see in myself toxic elements that have been allowed to run rampant in counter-productive ways. The book focuses on insulting and bullying behavior rather than “voices not heard.” On the latter see The Deepening Darkness: Patriarchy, Resistance, and Democracy's Future as well as Pedagogy of the Oppressed and All Rise: Somebodies, Nobodies, and the Politics of Dignity (BK Currents (Hardcover)) for sharp critiques of patriarchal “rankism” and lost knowledge.

What concerns me especially that is NOT covered by this book is the inability of organizations to “hear” the frustration of their high-performers. Looking back over twenty years what I see is a two-way failure: I have been screaming and shouting about organizational pathologies and the failure of leadership, and those affected have refused to engage–they “shut out” both critics and those offering alternative views. The US National Security Council, to take one specific example, is filled with brilliant people who, in the words of Daniel Elsberg lecturing Kissinger (see my review of his book, Secrets: A Memoir of Vietnam and the Pentagon Papers “are like morons” who limit themselves to their Top Secret tid-bits and close out all those who actually have “ground truth” to offer.

The bottom line for me on this book is two-fold: first, we all need to recognize personality traits that may be good in isolation but are toxic when “unheard” or unchecked, and second, We the People, the “stockholders” in our dysfunctional government, must demand that it modernize away from the rigid hierarchical bureaucracy and toward the open space democracy that is now possible (see the books below).

Similarly “social IQ” of a corporation, beginning with a rational “not to exceed” multiplier for CEO salaries versus lowest-paid employee salaries, must become a feature of stock evaluations. Not only must corporations now embrace “Green to Gold” and “Cradle to Cradle” “Natural Capitalism”, but they must achieve “Integral Consciousness,” grow “The Knowledge Executive,” and LISTEN to their “Exemplary Performer(s).” All quotes are book titles.

Toxicity begins in the White House and Congress as well as the Boardroom. When they shut themselves off from the public interest and instead pander to special interests, they are poisoning democracy and strangling the Republic. ENOUGH!

This book is well-titled, well-organized, and just right for our times.

See also:
The Tao of Democracy: Using Co-Intelligence to Create a World That Works for All
The Cultural Creatives: How 50 Million People Are Changing the World
Counterculture Through the Ages: From Abraham to Acid House
Collective Intelligence: Creating a Prosperous World at Peace

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Journal: Collective intelligence at a time of global crisis – Tom Atlee

Civil Society, Collective Intelligence, Collective Intelligence, Complexity & Resilience, Consciousness & Social IQ, Democracy, Intelligence (Collective & Quantum)
Tom Atlee
Tom Atlee

Tom Atlee's research and thought innovations span from the conscious evolution of social systems to collaborative dynamics to a host of other ideas centering on group, social and political dynamics. He has worked with a number of leading authors on their books including ‘Awakening: The Upside of Y2K'. More recently Tom Atlee has been exploring and writing about collective dynamics.

Download (MP4 format, 27:06, 224 MB)

Tom is one of the 8 US Collective Intelligence leaders, one of 25 (or more) global leaders of collective intelligence and bottom-up deliberative dialog democracy.  He received the Golden Candle Award at OSS'04.

OSS '04: To Tom Atlee, founder of the Co-Intelligence Institute, for his sustained leadership in the vanguard of an informed democracy. His book, The Tao of Democracy: Using Co-Intelligence to Create a World that Worlds for All is in the best traditions of Thomas Jefferson, who said “A Nation’s best defense is an educated citizenry.”

It can safely be said that he has had more influence than any other person on the migration of the original Open Source Intelligence (OSINT) movement away from serving governments and toward achieving its righteous role as public intelligence in the public interest.

Co-Intelligence Institute
Co-Intelligence Institute

Review: Crucial Conversations–Tools for Talking When Stakes are High

4 Star, Best Practices in Management, Consciousness & Social IQ, Information Society, Leadership

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Good Training Tool for the Fundamentals,

July 20, 2009
Kerry Patterson
This is one of two books being used in a U.S. Government mid-career leadership course, and I decided to look at both of them for insight. The other book is The Five Dysfunctions of a Team: A Leadership Fable (J-B Lencioni Series).

Both books adopt the story-telling mode that has been justly pioneered by Steven Denning at CKO of the World Bank, see his tremendous The Springboard: How Storytelling Ignites Action in Knowledge-Era Organizations (KMCI Press), still the single best companion I have found to the still seminal 1960's book by Harold Wilensky, Organizational Intelligence (Knowledge and Policy in Government and Industry).

For myself, after two decades of feeling both attacked for being right in 1988 about the future of both intelligence and warfare, and angry over the incapacity of leaders to lead in all that time, the core point in this book that resonates with me and is also consistent with the twelve spiritual principles adopted by Phi Beta Iota, the new honor society for public intelligence, is this: do not interpret attacks as anything other than a mixture of ignorance, fear, and concern. Respond to attacks (or their obverse, sullen silence) with respect, clarity, integrity, and an offer to have a SAFE dialog. I've been very strong on integrity, and very weak on offering safety, and for that alone, this book is helpful to me.

Early on (page 20) the authors' assure my attention by stating that the core “one thing” that results from all that they preach and teach is this:

“When it comes to risky, controversial, and emotional conversations, skilled people find a way to get all relevant information (from themselves and others) out into the open.”

There you have it. The book covers obstacles to getting all the information on the table, and skills to overcome the obstacles and create safe environments for fulsome candid exchanges.

The essentials of the book are found in Chapter 7, where STATE is the acronym used to memorize

Share your facts

Tell your story

Ask for others' others' paths

Talk tentatively [others have told me I sound so assertive they hesitate to question my point of view or bring forward other views)

Encourage testing

The bottom line on this book, which is a simplified easily absorbed distillation of a great deal of research that was properly credited by the authors in their earliest work, is:

Learn to look (for signals from others and one's own signals)

Make it safe. This is the key, especially in a command and control environment where rankism prevails and the Peter Principle sees too many rise on the basis of time in grade rather than integral consciousness.

The authors pay special attention to “clever stories” that are used to cover-up what they call sell-outs and I call cop-outs, stories that allow for conflict and substance avoidance while playing out a story that justifies incivility, counter-attack, shunning, and so on. As one who was called a lunatic and an “agitator” for seeing the future in 1988, I can certainly say, while confessing my own sins, that the US Government is chock full of people at all levels who are in denial about reality and going through the motions of doing their jobs. They desperately need the kind of leadership this book discusses.

The authors stab at stakeholder issues by identifying four key questions:

Who cares?

Who knows?

Who must agree?

How many people is it worth involving?

On balance, I believe this book was very well chosen. It is perfect for rising executives who come to the class annoyed at being taken away from front line work in a time of war, simple enough to get the message across, and just right as a foundation for facilitated group discussion.

Here are seven other books I would have mid-career leaders digest:
The exemplar: The exemplary performer in the age of productivity
The Knowledge Executive
Radical Man: The Process of Psycho-Social Development
Powershift: Knowledge, Wealth, and Violence at the Edge of the 21st Century
Leadership Lessons of Jesus: A Timeless Model for Today's Leaders
Five Minds for the Future
Collective Intelligence: Creating a Prosperous World at Peace

I published the last one myself, contributing two chapters. I have removed one star from this book because it presents itself as an immaculate conception. Our Native American forbearers were practicing Seventh Generation Leadership centuries ago, a style of leadership focused on achieving sustainable consensus that took the long view. Epoch B bottom-up (multi-cultural) leadership, appreciative inquiry, deliberative dialog, and human scale leadership have all been pioneered by Tom Atlee, Juanita Jones, Paul Ray, Peggy Holman, and many others, as have the literatures on integral consciousness and hearing the voices of the dispossessed while pursuing a pedagogy of freedom.

This book is perfect for facilitating a crucial conversation among rising leaders at any level.

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Review: The Five Dysfunctions of a Team–A Leadership Fable

4 Star, Best Practices in Management, Communications, Consciousness & Social IQ, Leadership

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Excellent Training Material, See Also the Workbook,

July 20, 2009

Patrick Lencioni et al

This is one of two books being used in a U.S. Government mid-career leadership course, and I decided to look at both of them for insight. The other book is Crucial Conversations: Tools for Talking When Stakes are High.

To obtain this book I actually had to go to Border's Bookstore, and while there I had a chance to go through both The Five Dysfunctions of a Team: Participant Workbook (J-B Lencioni Series), which is outrageously priced at Amazon, half the price at Borders, and also Toxic Workplace!: Managing Toxic Personalities and Their Systems of Power.

On balance, I prefer the workbook to the text. It was much easier to read, it provided for the development of dialog among participating team members, and in general struck me as more likely to produce the desired outcome.

Having said that in no way demeans the value of this primary text discussing the five dysfunctions:

01 Absence of Trust

02 Fear of Conflict

03 Lack of Commitment

04 Avoidance of Accountability

05 Inattention to Results.

I read this book a bit more critically than Crucial Conversations, in part because I have a continuing concern about the context within which we hire and manage people in the US Intelligence Community and the US Government at large–the hypocrisy, duplicity, and lack of strategic coherence at the top (see my article, “Fixing the White House and National Intelligence”).

I do not wish to lead–or mislead–individuals who work 60 hour weeks and more, only to be told that the Quadrennial Defense Review has already been sketched out by the Undersecretary for Policy, it will focus on China (space), China (maritime), and China (infowar), and no all-source intelligence is needed, thank you very much.

This books emphasis on individual accountability is one of its strengths, and long overdue in both government and the private sector Not only do we have too many employees going through the motions, but with all the money that has been invented since 9-11 and the financial crash of 2008, we now have TWO contractors for every government employee, and “the Borg” just keeps on growing.

Of the two books, this is harder to read and also the more rewarding if you believe that by leading your patch properly, this kind of open, effective leadership will spread upwards. I am not so sure.

There are several other reviews (be sure to read the reviews for the workbook as well) that go into detail, for me, even with the remediation provided by over a decade in the appreciative inquiry, deliberative dialog circles (see my recommended books below), the elements this book defines that I lacked in my days of seeking to slay dragons include:

01 Who you are is impacted by where you sit. Don't make it personal. Good people do bad things for reasons that have nothing to do with you personally, or their inherent nature.

02 Fear of conflict is natural, especially when rankism prevails, and it will be very hard, but by taking the first step in offering civil “full and open” dialog, you can change the game for everyone to the better. The opposite of this–my own mortal sin–is to seek and create conflict as a means of flushing the issue, which I now realize is counter-productive.

03 The book talks the talk about “cascading communications” but it lacks the information technology savvy to make this practical. It has been shown that Wikis reduce meeting times by half and email by two thirds (roughly). I see this as three things that must be managed in harmony: the top bosses must actually value openness and diversity as a foundation for effectiveness; the IT infrastructure must be geared to this (IntelWiki is far removed from the totality, and employees still spend a quarter of their time logging in and out of disparate systems, most of which are not geospatially-rooted for ease of access).

04 Accountability makes me crazy. We lack strategic coherence (what is our mission?) operational connectivity (who is doing what across the Whole of Government), and tactical effectiveness (do we really need to carpet bomb civilians instead of one man – one bullet precision?) I admire the various strategic plans that exist, but the higher you go the more surreal they get. Accountability for me means that the QDR will be intelligence-driven; that OMB and GAO will be full-partners; and that we will recognize that our own misbehavior is costing us vastly more than anyone attacking us could hope to achieve with kinetic weapons; and that we lack global situational awareness because we have over-invested in technical collection while neglecting human intelligence and processing. Yes, we need to hold individuals accountable, but I shy away from crucifying individual Marines for a handful of civilian casualties “mano a mano” when the Air Force takes out entire city blocks without a second of remorse.

I guess the highest compliment I can pay this book is that it set me off. It is a righteous book, and it is a superb book for getting rising leaders to think about leadership fundamentals: integrity, clarity, education, empowerment. The context in which our rising leaders do that is troubling, and so I put this book down with a sense of despair. Good people, all, trapped in a bad system. Who teaches “the system?” Can a “system” learn? These are my questions.

Other books I recommend (I do have high hopes for the common sense of the average citizen):
The leadership of civilization building: Administrative and civilization theory, symbolic dialogue, and citizen skills for the 21st century
How to Change the World: Social Entrepreneurs and the Power of New Ideas, Updated Edition
The Power of Unreasonable People: How Social Entrepreneurs Create Markets That Change the World
The Cultural Creatives: How 50 Million People Are Changing the World
Democracy's Edge: Choosing to Save Our Country by Bringing Democracy to Life
Integral Consciousness and the Future of Evolution
Conscious Evolution: Awakening Our Social Potential

AA Mind the Gap

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Review: Africa Unchained–The Blueprint for Africa’s Future

5 Star, Civil Society, Consciousness & Social IQ, Corruption, Country/Regional, Economics, Information Society, Peace, Poverty, & Middle Class, Stabilization & Reconstruction, Values, Ethics, Sustainable Evolution

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Two Books in One, Opens Door to New Era but More is Needed,

July 19, 2009
George B.N. Ayittey
I saved this book for last (I read in threes and fours to rapidly sense competing and complementary perspectives). The other three:
The Challenge for Africa
The Trouble with Africa: Why Foreign Aid Isn't Working
Dead Aid: Why Aid Is Not Working and How There Is a Better Way for Africa

This book (Africa Unchained) is really two books in one, and as I conclude this summative review, will suggest to the author a third book needed now to complete the trilogy.

BOOK ONE: Chapters 2-7 focus on the problems of the past and are less interesting to me than the author's clear rejection of all tendencies to blame the past, the West, the banks, or anyone other than Africans themselves, for the failure to develop. These chapters merit careful reading if one is to be fully engaged in Africa, but here I sum them up as “four strikes and out” in the author's own words:

Strike One: State control model never worked

Strike Two: Rush to modernize industry while neglecting agriculture (where 65% of African live and die in largely subsistence mode)

Strike Three: Aped (sic) alien systems and ignored–demeaned indigenous political and economic systems that had worked for centuries

Strike Four: All the above required massive external investments and dependencies

BOOK TWO is the Chapter 1 and Chapters 8-11. It opens with a dedication by name and circumstance to investigative journalists and publishers who were killed for seeking and sharing the truth. The recurring theme within this book as well as the other three I experienced this week is that Africa's biggest problem is ignorance among the 80% that are dirt poor, and Africa's potential “great leap forward” could be fueled by inexpensive locally-oriented Information Operations (IO), my term for a diversity of examples the author puts forward in the last chapter.

While published in 2005, I sense this book remains a best in class effort. Three short quotes from the Prologue:

“They [the cheetah generation] understand and stress transparency, accountability, human rights, and good governance.”

“They have vowed to work tirelessly to expose the crimes committed by African despots and to block the grant of political asylum to any such despot.”

“They teach petty traders, hawkers, small artisans, market women, and those in the informal and traditional sectors about simple accounting techniques, how to secure microfinance, how to secure a job, and how to improve the productivity of their businesses, among other things, so as to make these self-employed artisans self-sufficient.”

Other “IO” elements about this book that truly inspired me:

+ South African music legend Bonginkosi Thuthukani Dlamini and his isi-camtho kwaito “wicked cool talk” could be used by South Africa to carry the message of bottom-up self-sufficiency and hope across the continent.

+ The intellectual in Africa have betrayed the public as much as the corrupt despots, they have become “intellectual prostitutes” to those in power.

+ Indigenous knowledge, including centuries of self-governance and participatory democracy as well as valued medicine men and women combined with majimbo–a Swahili word for local initiative and trust in traditional wisdom, is still there.

+ West does not understand Africa and has been “feckless and impotent” across all fronts (government aid, corporate exploitation). I take this to mean that there is a need for Africans to educate the West and the varied parties seeking to engage Africa for whatever reason, at the same time that all Africans must be educated to understand that the aid is being stolen at the top and should be refused.

The over-all thrust of BOOK TWO is that only Africans can save Africa, and more specifically, only the poorest of Africans–the 65% engaged in subsistence farming–can save Africa by creating agricultural productivity and self-sufficiency.

The author observes the insanity of receiving $18.6 billion a year in aid while paying the same amount to import food to a continent that is rich in resources, is NOT over-populated, and is also enjoying the emergence of women with common sense as key players in community leadership.

Chapter 8 outlines why the state system fails even if corruption is eliminated; Chapter 9 is for me very important, a discussion of the indigenous economic system (more aptly, localized political-economic-social-cultural system). Chapters 10 and 11 are the heart of BOOK TWO and full of specifics.

On page 327 “how Africa loses money” lists $148B to corruption, $20B to capital flight, $15B to military, $15B to civil war damages, $18B to food imports, and $216B to all other leakages.

The author concludes that Africa has all it needs to invest in itself, less the vanquishing of the corrupt leaders across the region, a “challenge” the author never addresses, other than stating his view that the African Union (AU) is hopeless. I'm not so sure, between Brotherly Leader Al-Gathafi and President Zuma in ZA, there are some possibilities.

Among the author's recommendations:

+ Leverage the 3rd industrial revolution (communications and information technologies).

+ Move away from high-end aid projects and instead focus on bottom-up assistance at a level of a goat that gives milk, a foot-pump to move water, a donkey for transport, micro-credits, and so on. From page 392 there are numerous ideas, all relevant.

+ Return to the African model of peace making, a four-party model in which the two belligerents are not brought together by the UN so they can agree to a “joint plunder” deal, but rather use trained facilitators and add the civil society–the victims and residents being plundered–to the mix for a longer-term settlement achieved by holistic consensus.

The author focuses on the village development model (Cf. p 369) and discusses how “African solutions are less expensive, and further, reform that is internally generated endures.” (Cf. 417).

The bibliography is extraordinary, a lifetime of reflections by others that the author has integrated.

BOOK THREE is needed, perhaps with Wangari Maathai, actually providing both a handbook that is short and easily translated into AUDIO TAPES in all languages and dialects, and an online “Regional Range of Needs Table.”

Other books I recommend:
Breaking the Real Axis of Evil: How to Oust the World's Last Dictators by 2025
Deliver Us from Evil: Peacekeepers, Warlords and a World of Endless Conflict
Faith- Based Diplomacy Trumping Realpolitik
A More Secure World: Our Shared Responsibility–Report of the Secretary-General's High-level Panel on Threats, Challenges and Change
The Tao of Democracy: Using Co-Intelligence to Create a World That Works for All
Society's Breakthrough!: Releasing Essential Wisdom and Virtue in All the People
All Rise: Somebodies, Nobodies, and the Politics of Dignity (BK Currents (Hardcover))

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